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PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions:

1. 一家組織正在進行敏捷轉型。高階主管團隊擔心他們會失去對專案範圍的控制。
負責該專案的專案經理應該做些什麼來降低這種風險？

A) 確保執行領導團隊批准多個敏捷團隊提出的所有範圍，以避免不一致。
B) 提出基於風險和財務支出的多層門禁系統，並根據需要讓執行領導團隊參與其中。
C) 向執行領導團隊保證，目前的治理模式不會受到敏捷方法的影響。
D) 提出一種治理模式，賦予團隊權力，同時為執行領導團隊提供必要的監督。

2. 一位專案經理在專案執行階段遇到了一個治理問題。一位團隊成員抱怨同時接到多人的任務，無法有效地進行工作。
專案經理應該在專案治理結構中先建立什麼？

A) 清晰的專案工作分解結構（WBS）和時間表
B) 風險管理與問題解決計劃
C) 清晰的責任、問責、諮詢和通知 (RACI) 矩陣
D) 資源管理與衝突解決計劃

3. 專案經理收到了有關可能影響專案進度的新監管要求的通知。
專案經理首先該做什麼？

A) 根據監理要求更新進度表和專案風險登記冊。
B) 增加關鍵路徑中的鬆弛量以減少監管要求的影響。
C) 評估實施潛在監理要求對專案的影響。
D) 查閱專案管理計畫以取得滿足監理要求的指導。

4. 專案經理被分配到正在開發的專案。當專案經理審查專案進度時，他們發現一些任務落後於計劃。經過調查，專案經理發現一些團隊成員被拉去執行其他任務，這影響了他們專注於專案經理專案的能力。
專案經理可以採取哪兩項行動讓團隊重回正軌？ （選兩個。）

A) 讓團隊成員以自己的步調跟上
B) 與各自的職能經理討論專案延遲的風險和工作優先級
C) 與團隊合作決定加速專案交付的選項。
D) 立即提醒業務利害關係人計劃延遲
E) 建立每日站立會議來審查專案進度並追蹤可交付成果的完成情況

5. 一個敏捷專案正在進行六次迭代中的第二次。一位缺乏敏捷經驗的新成員剛加入團隊。在每日例會上，專案經理發現團隊在實現目標方面遇到了一些問題。
專案經理該做什麼？

A) 向團隊提供回饋並請求對新成員進行敏捷培訓。
B) 向團隊提供回饋並指導新團隊成員採用敏捷方法。
C) 向團隊提供回饋並召開會議審查團隊規則。
D) 向團隊提供回饋並進行回顧會議以找出根本原因。

Solutions: